For your sales enablement practice, you want to improve your sales productivity (your sales forces ability to generate profitable revenue) . Achieving this goal first requires a strong foundation of the concepts of sales enablement and sales effectiveness.

One of the most frustrating aspects of sales coaching is dealing with sales reps who dont want to be coached. They get defensive when you provide feedback, deny they have a development need, or try to deflect the blame for performance challenges.

Sales managers must master the critical skill of sales coaching in order to maximize the sales performance of their teams. While it is easy to blame the salesperson in these situations, sometimes it is the sales managers approach to sales coaching that is the root cause of the problem.

Its easy for sales managers to be so focused on implementing new processes or achieving sales goals that they forget to make time to for the most important aspect of their role: developing their sales reps. Preparation is key Many sales managers fail to spend enough time preparing to coach their sales reps on how to be ready for customer calls.

Sales leadership talks about it all the time. Sales managers say they would like to do more of itif they had the time.